Maze runner: Negotiating and thriving in the matrix organization
Yes it’s ambiguous, diffracted and confusing, but the matrix structure also provides great opportunities for adaptable and agile leaders
Sanjay Handu
Corporate Consultant
Sanjay Handu has three decades of experience in diverse sectors like automotive, hardware, defence and heavy engineering. He has worked with large organizations like BOSCH, DEC, Larsen & Toubro and TE Connectivity. His most recent role was with TE Connectivity where he led the Aerospace, Defence and Marine business unit and prior to that was the global head of Strategic Sourcing across several emerging economies. He writes and speaks on business-related topics and is a member of industrial think tanks and educational advisory boards. He now focuses on supporting organizations with their strategy, supply chain and driving business transformation. He is passionate about travel, the outdoors, jazz music and anything with two wheels.
My contributions
5 articles written
The emperor’s new clothes: Unravelling the disconnect between intention and results
Organizations end up overlooking obvious pitfalls when leaders fail to be inclusive or seek feedback
So why is politics a bad word in organizations?
The ability to influence is a critical skill for achieving objectives in an increasingly complex and results-driven environment
Lessons on negotiating from the streets
Learning the ancient art from life around us
6 life lessons I learnt from the racing track
On track or in organizations, competition is the essential friction that brings forth progress and performance